Supporting social care workers 2004 - 2005

The council has secured Beacon Status for its work on social services excellence, which recognises the council’s commitment to delivering excellent social care and to developing a workforce to reflect the community.

Tower Hamlets was particularly commended for the strength of its partnerships with other organisations and the range of options available to people entering social care careers.

The council has a strong track record of working in partnership to meet the needs of all the borough's communities.

Beacon status report on supporting social care workers

In awarding Tower Hamlets Beacon status for supporting social care workers, the advisory panel included the following report:

Introduction

The landscape of social care is changing with the move towards a regulated and registered workforce; increased emphasis on training available to underpin a flexible workforce and the development of new ways of working. All have implications for human resource management not only for local authorities social services but more widely across the independent service providers.

The Government is aiming to drive up the quality of social services by modernising the framework for the management of social care and the monitoring of standards.

Developing a quality workforce is a key element of the strategy and encompasses a range of key professional groups, including social workers, occupational therapists, nurses and care workers.

There were eight applications for this theme, of which three were shortlisted (South Gloucestershire, Tower Hamlets, Westminster).

Decision framework

In assessing applications, the Panel was looking for authorities that demonstrated a clear vision, shared with health partners, and high quality and inclusive local services which promoted the delivery of social care. Beacons needed to demonstrate that their strategy resulted in the development of accessible social care services locally, for a diverse population including people with complex social, educational and health needs.

The authorities recommended for Beacon status demonstrated real outcomes in these areas from which others could learn.

The following paragraphs summarise the Panel’s assessment for Tower Hamlets against the key criteria for the theme.

Tower Hamlets

An outstanding application. Tower Hamlets was strong on the initial application, visit and presentation. The application’s strongest element is the ability to home grow care workers from their diverse community and to support, develop and retain staff.

Vision and strategy

Effective service development strategies use breadth of authority services and wider community resources. There is much evidence of joined up thinking. The workforce strategy is linked to economic regeneration as well as creating a workforce reflecting the population of the borough.

Careful attention is paid to supporting and developing staff which ensures high retention levels. Tower Hamlets also enjoys a high level of political support for its approach to workforce development.

Consultation

Excellent consultation arrangements with staff and with the wider community. Evidence of listening and responding to the views of staff and service users.

Partnerships

Strong partnerships are in place notably with Health (Primary Care Trusts) and with Universities and Colleges. There are good relationships with the community sector. Successful working with the Learning and Skills Council (LSC) and NHSWDC has led to significant support for staff development, at all levels. There is also good collaboration with the neighbouring borough Camden.

Actions

Strong connections between local and national priorities across the borough. Excellent connections between service development and workforce planning and development. The Positive Action Scheme is a model of its kind, and service users are able to significantly influence service design. Evaluation is built into each initiative. There is political support for generous staff reward policies.

Outcomes

A highly motivated workforce, with reduced vacancy and turnover rates and staff feeling empowered and supported. High levels of service user satisfaction, confirmed through direct discussions on visit. An impressive integration between economic and social policy objectives.